Any type of workforce skills gap is often the result of many forces that have evolved slowly over time, intertwining to create a complex social, political and economic problem.  Therefore, constructing arguments based on survey data (realistically, only a snapshot based entirely on perception) can be unreliable.  Both sides of the manufacturing skills gap argument have used survey data to frame their conclusions.

In the article, one of the authors even states this himself, “The claims and the data sets that are out there often don’t involve the direct measurement of skills, so people are looking at vacancy rates across the entire economy or all manufacturers,” he said. “There’s very little data in which people go in at the plant level and measure what skills U.S. workers need to have.”

How do you make conclusions about the hard skills of the US manufacturing workforce without actual skill data from US workers?

Since 1971, Scientific Management Techniques has been measuring and recording hard skill data using our Manufacturing Skills Assessment Programs across many manufacturing industries and geographical areas.   SMT’s assessments have been delivered millions of times over the course of this time period.  These programs utilize Validated, Hands-On, Performance-Based Assessment Machines that identify the most skilled, most capable, and most trainable candidates and incumbents.  In other words, our assessment programs directly quantify the hard skill levels of the manufacturing workforce.

From our decades of data, we have seen a sharp decline in overall assessment performance in the last 15 years.  We consistently hear about the struggles of manufacturers to find the right talent, and that is why they come to us for a solution.  Our manufacturing clients (such as Unilever, Colgate-Palmolive, Pfizer, Honda) deploy our Skills Assessment and Training Solutions because they know that without them, the impact of the skills gap to their bottom line would be significant enough to stifle productivity and profitability goals.

Clearly, we can assume the skills required by the manufacturing industry has not declined, and with the acceleration of technology and automation, they have in many areas increased.   With labor skills declining and the required skills increasing, a skills gap has developed.

This is not a judgement on the worthiness of the US workforce as one author states in the article.  This is the result of many socio-economic and political forces aligning against the manufacturing industry and the skills needed to see it thrive through the next century.

Of course, the solution required is multi-faceted, and certainly, coordinating supply with demand is at the heart of the issue. Outside of industry, SMT regularly partners with community colleges and workforce development initiatives to align their offerings to this goal.

If you are interested in more information about our Manufacturing Skill Programs or want to discuss skill data for your region or state, please contact me at ebarksdale@scientific-management.com.

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Here are a few of the key takeaways, and strategies that we at Scientific Management Techniques (SMT) have built into our curriculum delivery:

• Hands-On Training – Manufacturing is a hands-on industry, and people naturally learn best by doing. SMT teaches theory that is then put into practice using over 200 training aids that replicate conditions in industry.  Examples include our newly developed Process Control trainer, Pneumatic and Hydraulic trainers, and a Packaging Machine Simulator.

• Direct Application – Training isn’t effective if it isn’t relevant. Delivering training that is directly tied to an end goal or end process is key to maximizing ROI.  SMT’s training is customized to each and every client utilizing a curriculum that is 100% demand-driven by industry professionals.  By deploying a program such as this, you are in fact utilizing the combined manufacturing expertise of Fortune 500 clients such as Pfizer, Unilever, Medtronic, Proctor & Gamble, Reckitt Benckiser, Diageo, Wrigley, and more.

• Measurement and Continuous Improvement – “If you can’t measure it, you can’t improve it.” Commonly used, this statement speaks for itself. Developing methods of measurement is one of the most challenging, but one of most fundamentally important aspects of industry training.  Utilizing a pre and post-assessment methodology enables training to be continuously developed and improved upon.

The article then describes some common pitfalls or reasons used to avoid training:

• Fear that trainees will leave
• Failure to create a learning environment
• Failure to reinforce or refresh
• Failure to identify the skills required for equipment use

Clearly, these thoughts and theories should be avoided or discarded as they are detrimental to improving workforce productivity.  If done properly, training is a win-win scenario that creates a sense of worth and loyalty in your employees, while maximizing their utility to the company and improving your bottom line performance.

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Large Fortune 500 manufacturing companies have a vast workforce, and it is not always easy to maintain an accurate picture of the skill development of their employees.  This is where our clients see the many benefits of implementing a Hands-On Skill Assessment Program.

Scientific Management Techniques has developed 5 skill assessment machines for the selection and evaluation of roles that include maintenance mechanics, machine operators, industrial electricians, PLC technicians, electro-mechanical personnel, process control technicians, and CNC operation personnel.

The SMT Skill Assessment Program has been developed and utilized for over 44 years and has 38 validation studies to support the efficacy of the program.

There are many benefits of assessing the skill levels your incumbent workforce.  The ability to identify skill gaps and training needs is often the most highly recognized.  However, clients have provided feedback that by using SMT’s Assessment Machines, they have discovered they had entry level operators with potential far beyond their current role.  These individuals were perhaps hired to fill an immediate need on a production line, but had high levels of mechanical aptitude and were destined to become highly accomplished senior maintenance staff.

These individuals become the backbone of any manufacturing organization.  It is critical for productivity and profitability of every organization to recognize, train and promote these types of skilled individuals as they become increasingly rare.

SMT’s Skill Assessment machines not only allow for manufacturers to identify and hire the most highly skilled individuals, but allows for easy identification of incumbent skill levels for training, promotion and workforce development.

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